Chapter 9: Foundations of Group Behavior

Defining and Classifying Groups

Groups
–    two or more individuals, interacting and interdependent, who have come
together to achieve particular objectives.
•    Formal groups -- those defined by the organization’s structure, with
designated work assignments establishing tasks.
•    Informal group – A group that is neither formally structured nor
organizationally determined.  Natural formations in the work
environment that appear in response to the need for social contact.
•    Command group – a group composed of the individuals who report
directly to a given manager.
•    Task groups -- also organizationally determined, representing those
working together to complete a job task.
•    Interest group -- people not necessarily aligned into common
command or task groups who affiliate to attain a specific objective.
•    Friendship group – those brought together because they share one or
more common characteristics

Stages of Group Development

Model 1: The Five Stage Model
Forming - Stage 1 - Uncertainty - "test the waters"
Storming - Stage 2 - Intragroup conflict - constraints, who will lead and
control?
Norming - Stage 3 - Cohesiveness begins and relationships form
Performing - Stage 4 - The group is fully functional
Adjourning - Stage 5 - For non-permanent teams, it's time to wrap it up
Model 2: The Punctuated-Equilibrium Model (Temporary Groups
w/Deadlines)
"Time" is key - from first meeting to official deadline…
Phase 1 - Meet for the first time.  Inertia follows
Transition - Half of the time is used up - changes occur - "get moving"
Phase 2 - Execute the plans coming out of the Transition
 Group Properties
Groups are not unorganized mobs.  They have a structure that shapes the
behavior of members.
–    Roles (psychological contracts are important in organizations!)
(What did you think about Zimbardo’s prison study? P. 306-308)
–    Norms
–    Status
–    Size (social loafing)
 –    Cohesiveness
*Understand the relationship between group cohesiveness, performance
norms, and productivity - Highly cohesive groups with high performance
norms are best! (p. 318)
 
Group Decision Making
Strengths - Groups generate more complete information, increased diversity
of views, higher quality decisions, increased acceptance of a solution
Weaknesses - Time consuming, conformity pressures, dominating members,
ambiguous responsibility
So….should we use groups or individuals to make decisions?
Groupthink - Individuals may feel pressure to suppress, withhold
or modify  true feelings
Groupshift - Usually shift towards greater risk in decisions made by groups

Group Decision-Making Techniques

 
Ways to make decisions include interacting groups, brainstorming, nominal
group technique, & electronic meetings